Professional Documents
Culture Documents
2 – Developing, attracting
and rewarding employees
Developing employees and creating future
leaders – 19
A balanced approach to talent acquisition – 22
Aligning the reward system to evolving
requirements – 25
3 – Managing change
Close collaboration with the Bank’s social p
artners – 30
A long-term perspective to managing change – 31
4 – Supplementary information
Deutsche Bank Group’s key staff figures – 33
About the report – 37
Imprint – 38
About Deutsche Bank
The success of Strategy 2020 will depend in part on our ability to retain, motivate, develop, and
continue to attract employees with the skills and experience to help the Bank master challenges
and make the most of opportunities. Investing in our employees remains of paramount impor-
tance.
This Human Resources Report provides transparency on the Bank’s employee metrics and how
we are translating our strategic priorities into action. It gives examples of what we achieved in
2015 in organizational culture; diversity and inclusion; talent and development; talent acquisition;
compensation and benefits; managing change; and collaboration with our social partners.
As a control function of Deutsche Bank, the role of HR has changed in recent years. More than
ever, it operates in partnership with senior management and all business divisions and infra-
structure functions. Key to this role has been its continued focus on bringing the Bank’s values
and beliefs to life through a long-term vision for the HR function, and specific commitments
underpinning that vision.
We are sincerely grateful to all employees and their representatives for their close and
constructive cooperation in 2015. We were able to achieve good progress against many strategic
priorities despite our challenges. Continuing that partnership will be key to implementing the
significant changes announced under Strategy 2020.
Another year marked by changes across the organization lies ahead for Deutsche Bank in 2016.
Enabling the Bank and its employees to achieve sustainable organizational performance remains
our overarching goal.
Sincerely,
2018 2020
Disciplined execution
RWA (2), in EUR bn ~ 320 ~ 310
Note: 2018/2020 targets are based on assumed FX rates of € / US$ 1.07 and € / £ 0.72
(1) Total noninterest expenses excluding restructuring and severance, litigation, impairment of goodwill and intangibles and policyholder benefits and claims
(2) Excluding expected regulatory inflation
Deutsche Bank 06
HR Report 2015
Corporate profile
»We aim to deliver financial solutions, technology, products and
services that exceed our clients’ expectations. We want to be the most
respected financial services provider across all customer segments
in Germany, our vital and strong home market; the number one bank
for our corporate, institutional and fiduciary clients in Europe; and
the best foreign bank in the United States and Asia.«
A message from John Cryan to Deutsche Bank employees, February 9, 2016
to apply its human capital expertise more assertively to support the business divisions and infrastructure
functions in order to deliver results;
to strengthen its role as a control function for the Bank for human capital risks;
to build the capabilities of managers and staff.
In 2015, our HR activities were in line with these priorities, which have come into particular focus with Deutsche
Bank’s Strategy 2020 and its execution over the coming years.
Deutsche Bank is developing workforce management solutions to optimize the balance between supply and
demand for capabilities, and to manage the cost and employee base more efficiently and effectively in the long term.
One of the key aspects is enabling employees to develop the skills necessary to take up new roles within the organi-
zation, with the Bank supporting internal, cross-divisional career mobility by identifying redeployment opportunities
and offering training and development. See page 19 In addition to supporting the execution of strategic measures,
internal mobility allows employees to have more diverse and fulfilling careers.
At the same time, Deutsche Bank seeks to add to the skills of its workforce – part of the Bank’s investment in digital-
ization under Strategy 2020 – and to position itself as an employer of choice: one that rewards sustainable perfor-
mance and offers a comprehensive range of benefits. See page 26
Setting the standards for disciplined management of human capital risk also entails developing incentive and reward
structures that reinforce Deutsche Bank’s culture. This means employees are paid for sustainable performance
within a sound risk management and governance framework and with due consideration of market factors. Perfor-
mance, behavior in line with the corporate values, and compensation have already been linked more closely than
before, with the Bank introducing a new framework in early 2016 that provides clear guidelines on the target
proportion of fixed to variable compensation by corporate title and by division or function. See page 25
Deutsche Bank 1 - The strategic HR agenda 09
HR Report 2015 Delivering sustainable organizational performance
Diversity is a key enabler for long-term success. Only by building teams of people with different backgrounds,
education, skills and experiences can we create sustainable value across the Bank. For example, in line with
voluntary targets to raise the proportion of female managers across the organization and in implementing German
gender quota legislation, Deutsche Bank has made progress in developing female senior executives through both
standard and specialized programs, internal career mobility measures and succession planning. See page 13
Outlook
The execution of Strategy 2020 will be the overriding theme for the Bank in 2016 and beyond. For the HR agenda,
this translates into a stronger focus on change management and advising the Bank’s divisions, helping to reduce
complexity, increase efficiencies and build an effective organization. Importantly, Deutsche Bank works closely with
its social partners in preparing and implementing individual strategic measures. See page 30
HR’s principles and priorities have sharpened in the face of Strategy 2020. The Bank seeks to retain, develop and
continue to attract people with the requisite skills to help shape a better Deutsche Bank and foster employees’
engagement and motivation throughout the implementation process.
Deutsche Bank 1 - The strategic HR agenda 10
HR Report 2015 Creating a stronger bank rooted in a strong culture
Since 2013, the approach to strengthening our corporate culture has been multi-pronged. In addition to a clear tone
from the top, the Bank has focused on actively engaging employees, anchored the values and beliefs in all people
processes, and embedded the values in business processes, practices and policies. This has gone hand in hand with
an increased focus on robust controls and greater personal accountability.
Specifically, the Bank has decided to exit ten countries and certain product categories and to cease offering
certain products to certain client segments, such as onshore investment banking in Russia. New product approval
processes have been strengthened and the assessment of suitability of existing product categories and clients
has changed. The know-your-client (KYC) and client onboarding processes have subsequently also undergone a
thorough review. All of these actions serve to further embed integrity, sustainable performance, client centricity and
discipline.
Deutsche Bank places increasing importance on managing and developing employee performance holistically and
regularly giving feedback and taking appropriate actions. All talent development programs have a strong culture
component as part of their curriculum. When employees are being considered for promotion, it is now standard for
managers to assess how candidates demonstrate the values and beliefs in their daily business.
Effective consequence management as well as escalation and sanctioning mechanisms are basic conditions for
cultural change. The Bank has improved its processes and practices and installed clear escalation mechanisms to
ensure compliance, investigate misconduct and take disciplinary action as required.
When making compensation decisions for Material Risk Takers, employees whose work is deemed to have a major
influence on Deutsche Bank’s overall risk profile in accordance with the European Union’s Capital Requirements
Directive IV, appropriate consideration and documentation of behavioral factors are required. Further strengthening
the control environment, the Bank’s control functions have been asked to provide robust input (positive or negative)
on all Material Risk Takers, which will be considered in the compensation decisions. Further information: Compensation
Report 2015
Deutsche Bank 1 - The strategic HR agenda 11
HR Report 2015 Creating a stronger bank rooted in a strong culture
The internal “Culture Ambassadors” network, launched in 2014, has continued to grow to more than 600 employees
who are active culture carriers. The network’s mission is to connect and engage employees from all divisions,
regions and hierarchy levels in championing the values in their immediate teams and areas of influence.
Furthermore, 15 cross-divisional teams were honored in 2015 as part of the “Living the Values Awards”, which
recognize employees who stand out for achieving business success through championing the values and demon-
strating exemplary behavior.
The survey provided a detailed understanding of how employees experience Deutsche Bank and their immediate
working environment, as well as how they engage with their managers and peers. The results are intended to help
senior management create an environment in which employees can thrive and deliver sustainable performance for
the Bank.
93% 87%
familiarity with values and high personal motivation
beliefs to go the extra mile
Since the People Survey was updated in 2014 to capture aspects of the Bank’s cultural change process, results have
shown progress in both familiarity and engagement with the values and beliefs: employees’ awareness rose to 93%
(2014: 85%), while engagement was at 61%, up five percentage points from the previous year. However, although
employees witnessed an increase in behavioral changes, they said they require more tangible evidence that living
the values has a positive impact on achieving Deutsche Bank’s strategic objectives. For this reason, the focus will
shift from building awareness to putting the values and beliefs into practice and creating clearer links between
culture, conduct and achieving business results.
Deutsche Bank 1 - The strategic HR agenda 12
HR Report 2015 Creating a stronger bank rooted in a strong culture
11 72 %
n/a
12 73 %
64 %
14
68 %
69 %
15
62 %
68 %
0 50 100
The commitment level declined to 62% in 2015 as Deutsche Bank continued to face a number of internal and
external challenges. While the personal motivation of employees remained stable and at high levels, commitment
to working at Deutsche Bank decreased as measured in June 2015. Enablement was stable, with staff experiencing
a working environment that allows them to make good use of their skills and fulfill interesting tasks. However, they
also identified some barriers to effectiveness, such as some inefficient processes, which need to be overcome.
The results of the 2015 People Survey were communicated starting in August, with a focus on three action points:
Since then, these points have also been addressed as part of Deutsche Bank’s Strategy 2020. Examples include
reducing the number of committees to reduce complexity and assign responsibility more clearly.
Deutsche Bank 1 - The strategic HR agenda 13
HR Report 2015 Diversity is critical to long-term success
149 nationalities
at Deutsche Bank (2014: 145)
11 17.1
29.7
12 18.0
30.8
13 18.7
31.1
14 19.4
31.7
15 20.5
32.5
0 20 40
Deutsche Bank 1 - The strategic HR agenda 14
HR Report 2015 Diversity is critical to long-term success
Furthermore, the Bank’s Accomplished Top Leaders Advancement Strategy (ATLAS) and Women Global Leaders
(WGL) programs have continued with success. Since its launch in 2009, 56 women (2015: 15) have participated
in the award-winning ATLAS program, with around 50% having taken on more responsibility since completion. In
2015, 37 female Directors from across Deutsche Bank participated in the WGL program, designed and delivered
in partnership with INSEAD business school. Since inception in 2010, one in two participants has been promoted
within three years of completion.
In its recruitment activities, Deutsche Bank also focuses on achieving a better balance between male and female
candidates.
External hires
In %
Female
Male
Excluding legal entities outside of Deutsche Bank‘s corporate title system, primarily Postbank, DB Investment Services and BHF (sold in 2014);
Sal. Oppenheim integrated in 2015
14 18 14 35
82 65
15 24 15 31
76 69
Director Associate
13 20 13 30
80 70
14 23 14 36
77 64
15 23 15 36
77 64
Vice President
13 26
74
14 32
68
15 30
70
0 50 100 0 50 100
The percentage of women on Deutsche Bank’s Supervisory Board stood at 35% at the end of 2015, above the new
statutory requirement of 30% for listed and co-determined German companies.
Deutsche Bank 1 - The strategic HR agenda 15
HR Report 2015 Diversity is critical to long-term success
The Supervisory Board set a target of at least one female member of the Management Board by June 30, 2017. The
target was met with the appointment of Sylvie Matherat, Chief Regulatory Officer, to the Management Board on
November 1, 2015. It is planned that another female executive, Chief Operating Officer Kim Hammonds, will join the
Management Board in the course of 2016. For the management boards or management committees of the other
Group companies in the scope of the gender quota law, the Bank has set the same target of at least one female
member to the extent legally permissible in the respective jurisdiction.
All figures apply to Deutsche Bank AG. For the management boards or management bodies of other legal entities in scope, the Bank has set the following targets:
(1) Female supervisory board members: 30%; (2) Female management board or management committee members: at least one female member to the extent
legally permissible in the respective jurisdiction; (3) top two management levels below: between at least 15% and at least 30% by June 30, 2017, depending on the
current status and taking into consideration the legal requirement that targets must not be lower than the status quo, if that status represents a proportion of
women below 30%, and 30% by December 31, 2020.
* Legal requirement
As of year-end 2015, 17.9% of positions at the first management level below the Management Board of Deutsche
Bank were held by female executives. At the second level below the Management Board, this percentage stood at
15.3%. The Bank has set itself targets for these levels for 2017 and 2020 in accordance with legal requirements in
Germany, and its implementation approach has been widely recognized by external stakeholders.
The “Managing Unconscious Bias” workshop for Managing Directors and Directors in Germany has been met with
strong demand, with around 50% of the target audience having participated as of year-end 2015. Participation in
the global e-learning program “Great Minds Don’t Think Alike – The power of different perspectives” increased
to around 8,190 as of year-end 2015 (2014: approximately 6,000). Furthermore, Deutsche Bank created a new
workshop focused on moving from awareness to action, “From Unconscious Bias to Inclusive Leadership”, targeted
at managers from Vice President to Managing Director level. The year 2015 also saw the launch of dbMomentum in
the U.S., a cross-divisional program for high-performing employees of color at Vice President level.
Deutsche Bank 1 - The strategic HR agenda 16
HR Report 2015 Diversity is critical to long-term success
Age diversity has been a particular focus in Germany, given that employees’ average age and length of company
service there is higher than in other regions. Deutsche Bank offers active support throughout the working lifecycle of
its staff. It also fosters dialogue and knowledge transfer between younger and older generations as well as offering
flexible work solutions for employees. See page 31
Age
The Bank has also increased efforts to ensure male staff are included in discussions and benefits relating to, for
example, parental leave, childcare and part-time job schemes. See page 26 In the Asia-Pacific region, men have been
addressed through various initiatives and the topic featured prominently on the agenda of the Bank’s fifth annual
Women in Asian Business conference.
The Bank actively supports LGBTI (lesbian, gay, bisexual, transgender, intersexual) initiatives around the world. It
takes part in several events every year, with many activities led by or involving dbPride, the dedicated employee
resource group for LGBTI employees and their allies. Deutsche Bank has received various accolades honoring its
commitment to LGBTI causes. For example, it was awarded the maximum score of 100 in the Human Rights
Campaign’s annual Corporate Equality Index for the 13th consecutive year.
Deutsche Bank 1 - The strategic HR agenda 17
HR Report 2015 Diversity is critical to long-term success
100
maximum score of 100 in the Human Rights
Campaign’s annual Corporate Equality Index for
the 13th consecutive year
There are various – largely cross-regional – resource groups for employees at Deutsche Bank, focused on topics
including women, veterans, families or multicultural backgrounds. The Bank’s efforts to embed diversity and
inclusion across the organization are widely recognized. In October 2015, dbGO in the UK was named among
the top ten female employee networks on the inaugural Global Diversity List, supported by The Economist. The
group, 26% of whose 1,000 members are male, has four key objectives: inspiration, visibility, career development
and influence.
Another resource group, dbEnable, deals with disability in the workplace. In Germany, HR also works closely with
the representative body for disabled employees as well as sheltered workshops in order to promote the employment
of disabled people. See page 30
2
Developing, attracting
and rewarding employees
In 2015, the HR function made strides in further driving leadership assessment and succession management,
helping to deliver the reorganization of Deutsche Bank's executive committees as well as senior management
changes in the second half of the year, reducing complexity in the management structure. The Bank also harmonized
and streamlined its leadership organization in Germany across all businesses, establishing seven business regions
and a management team for each. This is designed to improve client centricity and accountability in the regions.
The top 150 leaders in the Bank have a dedicated leadership program featuring a bespoke development agenda,
explicitly connected to the delivery of Strategy 2020. The Bank is building on the successful roll-out of its leadership
diagnostic work, which identified strengths and development areas for our most senior leaders. The next step will
include additional customized development opportunities such as team effectiveness, coaching skills for senior
leaders, ongoing executive coaching, and leadership capability diagnostics using the Deutsche Bank leadership
model.
750
new managers attended the core version
of the “Management Fundamentals”
program in 2015
To help all managers settle into and grow within their roles, Deutsche Bank offers two new “Management Funda-
mentals” programs, with a core version addressing new managers up to Vice President level who are taking
on people-management responsibilities at the Bank for the first time, and an executive version for Directors and
Managing Directors. In 2015, around 750 staff attended the core version, with 1,500 in more than 15 locations
expected to participate in 2016. The program is built around three key areas: leading people, driving business and
shaping culture.
There are also a number of “Acceleration Programs“ for individuals who have the potential to be future leaders,
preparing them for the next stage of their development and ensuring they gather the right skills and experience to
accelerate their careers. In 2015, HR ran a program for high-potential Directors, Vice Presidents and Assistant Vice
Presidents across the Bank’s infrastructure functions for the second time. Three percent of the respective population
attended the programs, and both the attrition rate (3%) and the promotion rate (26%) among participating Directors
compared favorably to the overall infrastructure Directors (6% and 2%, respectively).
Deutsche Bank 2 - Developing, attracting and rewarding employees 20
HR Report 2015 Developing employees and creating future leaders
Furthermore, HR expects to continue expanding its work to build strong leadership capabilities across the organi-
zation with the launch in 2016 of a new “Leadership Development Program” targeted at managers of managers.
Acknowledging a person’s individual performance and development as well as their personal contribution to overall
organizational success is key. The performance management process comprises objective-setting early in the year,
a mid-year review and a year-end review, with employees’ self-assessment playing a critical role. In 2015, 91.2% of
employees in scope set their objectives, with 97.7% of year-end performance reviews completed.
Total investment in training was € 92 million in 2015, an increase of 12% over the previous year. The Bank maintained
a broad offering of programs, with overall attendance increasing by 25% compared to 2014. In accordance with the
strategic priorities of Deutsche Bank, there has been a greater focus on regulatory and compliance topics, with the
participation rate rising by almost one-third in 2015. A significant part of training is now delivered via innovative e-
learning tools.
Training
Training expenses (in € million)
Training expenses per FTE (in € thousand)
0 75 150
11 122
1.2
12 109
1.1
13 86
0.9
14 82
0.8
15 92
0.9
0 1 2
Deutsche Bank 2 - Developing, attracting and rewarding employees 21
HR Report 2015 Developing employees and creating future leaders
In other developments, HR redesigned the internal “360 degree” feedback tool, including the implementation of an
internal pool of facilitators/debriefers to enable systematic evaluations and discussions of feedback. In addition, a
new learning management system will enable learning across the organization using innovative formats. A thorough
analysis of development needs, conducted in 2015, will ensure new focus areas are part of the planned scope of
training measures.
The Bank hired 863 new apprentices in 2015, an increase of 3.7% from 2014 (832 apprentices) amid greater demand
for dual students and apprentices in office administration. In turn, 475 young people who had completed their
training were awarded employment (2014: 489). Excluding Postbank, the rate of apprentices hired after completion
was 70% in 2015 (2014: 59%). Apprentices may choose from four professional tracks: office administration with
or without an additional qualification in foreign language correspondence, banking and dialogue marketing. In
addition, they are enabled to develop key soft skills and position themselves for a successful career.
In 2015, Deutsche Bank also actively supported IN CHARGE, an initiative founded by German companies and institu-
tions to tackle youth unemployment across Europe and assist refugees in preparing for local job requirements. The
initiative comprises a number of measures, such as on-the-job training and internships as well as individual devel-
opment programs and e-learning modules. The Bank also helps raise awareness for the benefits of dual vocational
training among other companies in the U.S., Africa and Australia.
Apprentices in Germany
In 2015, the Bank continued to strengthen its internal career mobility activities to drive greater career development
and retention of employees. The current focus is on communicating and informing employees, creating greater
visibility of opportunities, enabling managers and setting a suitable framework. In preparations to implement the
Bank’s Strategy 2020, a more focused approach was developed to actively identify redeployment opportunities,
a key aspect of internal career mobility and an important measure to realize restructuring programs in a socially
responsible manner. A particular focus will be placed on facilitating cross-divisional moves, which also allows
employees to develop and expand their skills and pursue diverse careers.
1 in 3 766
open roles filled internally graduates hired
Throughout the year, more than one-third of open roles were filled internally at a global level, with a much higher
ratio seen in Germany (60%). Together with other development moves, more than 10,000 FTEs changed roles inter-
nally in 2015. This aspect is of great importance under Strategy 2020, as employees affected by job cuts should be
enabled to move into other suitable roles. See page 31 The Bank has also maintained insourcing efforts to broaden
access to key skills and capabilities within the organization, especially in the area of technology.
Deutsche Bank 2 - Developing, attracting and rewarding employees 23
HR Report 2015 A balanced approach to talent acquisition
More than 10,000 FTEs changed roles internally Hires by major job categories
2015, in k FTE In k FTE
Officers
Non-officers
0.5 Officers comprise all employees with corporate titles, including: Managing
Non-officers Directors, Directors, Vice Presidents, Assistant Vice Presidents and
Cross-divisional Associates
Excluding legal entities outside of Deutsche Bank‘s corporate title system,
4.6 primarily Postbank, DB Investment Services and BHF (sold in 2014); Sal.
Officers Oppenheim integrated in 2015
Intra-divisional 4.9
Non-officers
Intra-divisional 11
3.8
7.3
3.1
1.1 12
5.3
Officers
Cross-divisional
13
2.9
5.0
Transfer to another area and at least one additional change (position, 14
4.3
manager or location) for an employee; excluding legal entities outside of 5.6
Deutsche Bank‘s corporate title system, primarily Postbank,
DB Investment Services and BHF (sold in 2014) 15
6.2
Officers comprise all employees with corporate titles, including: Managing
6.0
Directors, Directors, Vice Presidents, Assistant Vice Presidents and
Associates
0 4 8
There has also been a particular strategic focus on integrating divisional graduate trainee programs for all infra-
structure functions to build a broader and more flexible talent pool for the future. As a result, junior employees
are offered improved career opportunities and flexibility, a key factor determining Deutsche Bank’s overall ability to
retain people with the requisite skills.
Deutsche Bank 2 - Developing, attracting and rewarding employees 24
HR Report 2015 A balanced approach to talent acquisition
Talent acquisition
Hired global graduates in headcount
11 713
12 653
13 501
14 577
15 766
0
500 1,000
Additionally, Deutsche Bank continued to expand its presence and engagement on social media platforms to ensure
it is accessing the relevant target groups through the channels they use to explore career and employment oppor-
tunities. Over the past two years, the Bank reached an estimated audience of 22 million potential candidates and
current employees through social media. As of year-end 2015, it had 627,000 followers and fans across LinkedIn,
Facebook and Twitter. A recent addition to the offering is a profile on Glassdoor, a review-based online channel that
further helps candidates to understand the business and the recruitment process.
Strengthening governance
In 2015, HR strengthened its governance, ensuring that consistent, structured, merit-based hiring practices for all
target groups are in place globally. This has included the further development and tightening of global policies on
hiring and workforce referrals – in line with enhanced industry standards as well as risk management and regulatory
requirements. The hiring policy covers all areas from position approval and interviews to onboarding and integration
processes. The referrals policy is to ensure integrity and transparency for this important sourcing channel.
There has also been a greater focus on cost management and control related to recruitment, with the aim of
increasing the efficiency and quality of HR processes both internally and externally. The relevant analysis was carried
out in 2015, with implementation to follow in 2016.
Deutsche Bank 2 - Developing, attracting and rewarding employees 25
HR Report 2015 Aligning the reward system to evolving requirements
Underlining this, the decision was taken to communicate total compensation for 2015 to employees in March 2016
rather than in February. This allows for greater transparency in compensation decisions as well as more time to
assess full-year performance and strike an appropriate balance between rewards for employees and those for the
Bank’s shareholders.
In 2015, as the global regulatory environment continued to evolve, there was continued focus on compliance in a
number of areas, for example:
designing and implementing a revised, sustainable process for identifying Material Risk Takers in line with CRD
IV, including continuing to ensure that compensation structures for regulated populations in the Bank are
appropriately aligned with regulatory requirements;
continuing to refine the Bank’s compensation governance requirements, including those related to the
appropriate governance and documentation of sub-divisional and individual compensation decisions;
actively contributing to shaping the regulatory landscape by participating in consultations and giving direct
input to regulators and industry associations.
In 2015, Deutsche Bank revised its compensation framework to better align pay with performance and drive
sustainable performance at all levels of the Bank. The new framework, introduced in January 2016, provides clear
guidance on the target proportion of fixed to variable compensation by corporate title and by division or function.
Starting in 2016, variable compensation is intended to include two components. The group component reflects the
performance of Deutsche Bank, tying individual total compensation more closely to the Bank’s results and acknowl-
edging each employee’s contribution. The second component is more discretionary and recognizes individual
achievements in the context of divisional performance. Further information: A message from John Cryan and Karl von Rohr
on Deutsche Bank’s new compensation framework
Deutsche Bank 2 - Developing, attracting and rewarding employees 26
HR Report 2015 Aligning the reward system to evolving requirements
In 2015, the Bank again achieved its funding target of 90-100% for pension obligations, which is higher than the
funding level reported by any other DAX 30 company in recent years.
Globally, more than 34% of employees were enrolled in all countries where the plan operates. Additionally, close to
4,000 employees in the UK take part in the Employee Share Ownership Plan (ESOP) or the Share Incentive Plan (SIP),
with an overall participation rate of approximately 45%.
Health rate
In addition, the Employee Assistance Program (EAP) supports staff as they deal with issues in their personal or
professional lives. In Germany, several hundred employees contacted the EAP in 2015. Confidential 24/7 support
hotlines, staffed by psychologists or therapists, offer advice on family relationships, stress management and other
problems. EAP, available in locations such as Germany, the UK, Russia and Hong Kong, may also serve as an
important resource in external crises, such as natural disasters, epidemics or other threats to public safety.
Deutsche Bank provides an ongoing occupational health service and emergency services on business trips for
employees globally, while conducting local initiatives on specific health topics. For example, 2015 saw a compre-
hensive heart-related prevention program in Germany comprising more than 100 presentations, activity events and
workshops as well as health fairs and, in the UK, a series of speaker events covering sports injuries, mental health
and diabetes.
Looking ahead, HR is working on a consistent global approach to developing health and wellbeing activities, setting
minimum standards and establishing oversight to ensure the quality of the Bank’s offering to employees.
Deutsche Bank is also dedicated to supporting working parents, for example by offering more than 470 childcare
spaces near workplaces and providing more than 5,600 emergency care days for children every year (in Germany,
the UK and the U.S.). In addition, HR provides workshops and other advisory services for staff returning from
parental leave in various locations. In India, Singapore, Japan and the UK, for example, Deutsche Bank offers
programs such as “Managing Careers through Maternity Transitions” to support pregnant employees, their partners
and managers in dealing with the transition from and back to the workplace as well as with other specific
challenges.
In Germany, more than 90% of female employees return to work after parental leave, and an increasing number of
male employees are now taking paternity leave.
The Bank also provides support to employees taking care of dependent family members through part-time job
schemes, temporary unpaid leave or advice on organizational matters offered by dedicated providers.
In Germany, Deutsche Bank has been certified as a family-friendly company by the Hertie Foundation since 2007.
Deutsche Bank 2 - Developing, attracting and rewarding employees 28
HR Report 2015 Aligning the reward system to evolving requirements
Part-time employment
As part of its activities in 2015, HR’s Labor Relations team was able to ensure the necessary stability for the Bank’s
strategy process up to the year 2017 by helping to renegotiate and conclude numerous wage agreements, including
those for employees of Postbank and key service units. These long-term wage agreements support the planned IPO
or sale of Postbank. This is a result of constructive cooperation with the social partners which is marked by a high
degree of trust, providing security for both employees and employer in the restructuring process.
The objective within Strategy 2020 is to reach a framework agreement for the realization of individual strategy
measures in Germany, including a reduction of staff in a socially responsible manner. Negotiations on this started in
fall 2015. The individual measures will be implemented in 2016 and 2017.
In 2015, HR supported the implementation of a number of restructuring measures in the business divisions as well
as the consolidation of legal entities. As part of this, the function played a significant role in integrating outsourced
employees of Deutsche Bank Risk GmbH into Deutsche Bank AG, including the incorporation into collective wage
(tariff) agreements for the private banking sector.
Moreover, HR continuously contributes to all issues and activities across the organization that are subject to partic-
ipation by the Bank’s social partners. This includes close collaboration with the representative body for disabled
employees and the works council in Germany on all matters related to the integration of employees with disabilities,
such as hiring processes, workplace design and regulation of working hours. See page 13 Outside of Germany, HR
actively supports the work of the European works council and facilitates communications between management
and employee delegates based in locations in the European Union where the Bank has a prominent presence.
The Bank is an active member of the German Employers’ Association of Private Banks and the Confederation of
German Employers’ Associations, as well as a founding member of the German DIN standardization institute’s
committee on HR management. Moreover, its HR function remains an important partner for business and political
representatives, especially in discussions regarding social, wage, labor market and employment policy. In cooper-
ation with industry peers as well as other DAX companies, it sets and develops standards for HR work within the
organization as well as industry-wide.
Deutsche Bank 3 - Managing change 31
HR Report 2015 A long-term perspective to managing change
The “Mosaic for Employment” program covers proactive and ongoing coaching for employees’ personal devel-
opment and career planning as well as counseling services for professional orientation and redeployment in restruc-
turing phases. The service, first established in Germany in 1998 and part of Deutsche Bank’s social plan, is operated
by a team of professionals at arm’s length from the Bank’s management.
In 2015, the focus was on dealing constructively with change, whether initiated directly by employees or related
to the Bank’s strategic measures. The program offers active support to staff and a special training course provides
long-term preparation for developments in both their personal and professional environments. During the year,
approximately 1,400 employees registered for the voluntary career fitness program, and since its inception, around
19,000 staff in Germany have participated.
To promote awareness among managers, HR representatives, members of the works council and employees, the
team develops and conducts special workshops: for example, on lending professional support to employees in a
transition phase, as well as on management in change scenarios. In a broad-based campaign that ran from 2014
through 2015, works council members and HR Business Advisers were invited to attend one-day workshops. See
page 30 More than 30 workshops for this specific target group attracted over 300 participants nationwide. The
offering for managers also comprised a number of workshops and roundtable events.
In addition, there is growing demand for the Bank’s flexible employment models among staff in an orientation phase
as well as for those transitioning into retirement. It is becoming increasingly important to ensure knowledge transfer
from retirees and to staff important projects with experienced employees, including former colleagues.
The Mosaic for Employment program makes an important contribution to implementing the Bank’s strategy in
general, as well as to fulfilling the HR function’s specific strategic priorities, for example by promoting and ensuring
internal career mobility. See page 22 In addition, it helps to foster diversity by supporting the reintegration of experi-
enced employees following parental or sick leave and other absences.
4
Supplementary
information
Embedded external workforce (contractors and agency temps; excluding Postbank) Dec 2015: 7.5k FTE (Dec 2014: 7.8k FTE)
In Corporate Banking & Securities (CB&S), the number of staff decreased by 245, primarily due to adjustments
related to market developments. In Global Transaction Banking (GTB), the number of employees increased by 143,
mostly driven by the development in Institutional Cash & Securities Services. The number of staff in Deutsche Asset
& Wealth Management (Deutsche AWM) increased by 157, due in particular to developments in the UK and the U.S.
Total staff in Private & Business Clients (PBC) decreased by 265, driven by reductions primarily in Germany and Italy.
In the Non-Core Operations Unit (NCOU), the number of employees decreased by 58, largely due to CB&S-related
non-core operations.
In the infrastructure functions, staff numbers increased by 3,234, mainly due to the further build-out of our captive
operating platforms and to the strengthening of control functions, such as Compliance, Risk and Audit.
In 2014, the employees of Mauritius previously shown in Africa were assigned to Asia-Pacific; numbers for previous years have been reclassified to reflect this.
Deutsche Bank 4 - Supplementary information 34
HR Report 2015 Deutsche Bank Group’s key staff figures
Female staff
Based upon global corporate titles, in FTE 2015 2014 2013 2012 2011
Female Managing Directors and Directors 1,921 1,789 1,724 1,702 1,680
Share in % 20.5% 19.4% 18.7% 18.0% 17.1%
Female officers 15,916 14,415 13,777 13,627 13,150
Share in % 32.5% 31.7% 31.1% 30.8% 29.7%
Female non-officers 18,247 18,294 18,664 18,845 19,833
Share in % 55.5% 55.4% 55.8% 56.0% 55.6%
Total female staff 34,162 32,709 32,441 32,472 32,983
Share in % 41.7% 41.7% 41.7% 41.7% 41.2%
Sal. Oppenheim integrated in 2015; excluding legal entities outside of Deutsche Bank's corporate title system: primarily Postbank, DB Investment Services and
BHF (sold in 2014)
The number of female Managing Directors and Directors has increased by approximately 240 (+14%) since 2011,
with about 130 in 2015 primarily driven by promotions. The number of female officers has grown by approximately
2,800 (+21%) since 2011, with about 1,500 in 2015 driven by promotions and net hires. The total share of women as
a percentage of total employees (excluding primarily Postbank) remained stable at 42%.
Workforce by contract
Excluding Postbank
Deutsche Bank 4 - Supplementary information 35
HR Report 2015 Deutsche Bank Group’s key staff figures
44.3
11 35.7
21.0
44.3
12 33.6
20.3
44.4
13 33.4
20.5
45.5
14 33.0
19.6
49.0
15 32.9
19.2
0 30 60
11 7.2 % Germany
1.6 %
12 6.2 %
Europe 1
13 6.4 %
7.5 %
14 6.6 %
Americas
15 7.3 %
11.1 %
Asia-Pacific
0 4 8 18.1 %
0 10 20
1
(excluding Germany), Middle East and Africa
Deutsche Bank 4 - Supplementary information 36
HR Report 2015 Deutsche Bank Group’s key staff figures
* Civil servants whose status as such is currently suspended. They have temporarily switched to an employment relationship not covered by collective
agreements.
Deutsche Bank 4 - Supplementary information 37
HR Report 2015 About the report
Imprint
Date of publication
Forward-looking statements
March 11, 2016 This report contains forward-looking statements.
Forward-looking statements are statements that are
Contact and feedback not historical facts; they include statements about our
beliefs and expectations and the assumptions
Deutsche Bank AG
underlying them. These statements are based on
Communications, CSR & Public Affairs
plans, estimates and projections as they are currently
email: hr.communication@db.com
available to the management of Deutsche Bank.
Forward-looking statements therefore speak only as of
Annual financial statements the date they are made, and we undertake no
publications obligation to update publicly any of them in light of
new information or future events. By their very nature,
All Deutsche Bank 2015 annual financial statements forward-looking statements involve risks and
publications can be found at db.com/15 uncertainties. A number of important factors could
therefore cause actual results to differ materially from
© 2016 Deutsche Bank AG those contained in any forward-looking statement.